Figure 3: Performance Competencies According to Program Domains

Each of the elements of performance competence for program managers then are expanded to show performance criteria and the types of evidence required to meet these criteria. Figure 4 provides an abbreviated example.

Element 3.2

Prepare a benefits realization plan

Performance Criteria

Types of Evidence

 Identifies the program's benefits

 Documented benefits - tangible and intangible

 Defines the program's in measurable outcomes

 Documented benefits that are specific, measurable, attainable, realistic and time based

 States roles and responsibilities for benefits realization management

 Documented roles and responsibilities in a Responsibility Assignment Matrix (RA) or in a Responsible, Accountable, Consult, Inform (RACI) chart

Figure 4: Example of Evidence for one Performance Competency element

The purpose of these units of performance competence is to highlight what is required of program managers in most programs most of the time. They should follow PMI's Project manager competency development framework at the project level.[19] The authors do not suggest that these units of performance are exhaustive, nor can they be applied to all programs all the time. Each program manager must decide which performance criteria are relevant to his or her program. However, we believe these can act as a guide to help get you started.

Each competency in the model, as described in Figure 3, is supported by evidence as shown in Figure 4. Similar to the units of performance competencies, the examples of the evidence provided in the Levin-Ward model are just that - "examples." The list is neither exhaustive nor exclusive. In any program, there may be more or less, and it is up to the program manager to determine the best evidence to provide as it relates to each unit of performance competence.